Decision-making approach for complex problems management in a scarce human resources environment

Abstract

Purpose

This purpose of this study is to structure complex problems to be solved with greater efficiency, optimising the relationship between root causes (RC) relevance of the problem and utilisation of human resources to treat them, minimising the use of manpower in problem-solving activity and thus contributing to greater productivity within organisations.

Design/methodology/approach

The authors built an approach under the concepts of theory of constraints and multiattribute and multiobjective decision-making methods that were applied in a real complex problem of the low development of Brazilian space industry, by theoretical perspective. Also, the authors submitted it in a simulation environment to assess in which situations it is successful considering number of problem’s RC, system complexity and number of people in the system.

Findings

The approach was successful on the real case, finding the optimal relationship between the RC relevance and the number of people involved to treat them. For certain complex problem inputs configurations, simulation results reveal that the approach is reliable obtaining more than 95% chance of success in finding the optimal relationship, when comparing with traditional prioritising methods.

Originality/value

This approach introduces an unprecedented way to locate and evaluate non-physical constraints within a system, which is used to determine RC relevance, as well as an unprecedented way of defining a single optimal solution for structuring a problem, considering the relevance of RC and the use of human resources. The approach is useful for organisations in general which often need managing complex problems with few resources.

Citation

Andrade, M. and Carinhana Jr, D. (2021), "Decision-making approach for complex problems management in a scarce human resources environment", Journal of Modelling in Management, Vol. 16 No. 4, pp. 1302-1327. https://doi.org/10.1108/JM2-11-2020-0289